Competency-Based
Performance Management
A Systems Approach to Employee
Performance and Development
Department of Administration & Information - Human Resources Division
Workforce Planning Issues
 Impending Baby-Boomer Retirements
> Approx. 45% of WYO-Workforce eligible to retire by 2011 (4 Yrs.)
> 79 Million Baby Boomers will Retire 2010-2020
> Only 40 Million Gen X and Y’s set to replace Boomers (2005 Census Bureau
Data)
 Booming Economy
> May Unemployment Rate 3.3% - Approx. 9500 people
statewide (Bureau of Labor Statistics June 2007)
 First Two Year Turnover Rate
 Declining High School Population
> 18% Decline from 2000-2005 (University of Wyoming 2000-2005 Strategic Plan)
Department of Administration & Information - Human Resources Division
Confluence of Generations
Different…
Influences
Motivations
Work Values
Expectations
Communication Style
All Looking for a Life/Work Balance
Department of Administration & Information - Human Resources Division
Competency-Based System
Performance
Management
Career &
Workforce
Planning
Recruitment,
Selection &
Classification
Core
Competencies
Succession
Planning
Training &
Development
Focus on
Performance
&
Development
Needs of
Agency
Goal: To develop a
performance
management system
that:
• Provide a system’s
approach to employee
development and
succession planning.
• Supports employees in
achieving their position
goals and
developmental needs.
• Align and cascade
individual goals with
organizational
performance measures.
Department of Administration & Information - Human Resources Division
What are Competencies?
Competencies are those behaviors that
excellent performer’s exhibit much more
consistently than average performers.
… a grouping of behaviors, that taken together,
better describe and communicate
performance expectations.
Department of Administration & Information - Human Resources Division
What Competencies are Not…
Competencies are Not…
a “psychological construct” No single behavior
can term Conflict Management
Not knowledge… the application of knowledge
Department of Administration & Information - Human Resources Division
Antimony of a Competency
1. Title
1. One to three words titling competency
2. Definition (The WHAT)
1. Knowledge, skill and ability (KSA) statements
defining competency
3. Performance Statements (The HOW)
1. Groupings of behavioral statements describing
successful performance
Department of Administration & Information - Human Resources Division
Competency Example
Performance Statements – Level 5
Conflict Management and Mediation
Definition: Ability
to effectively resolve
disputes among others. Skilled in different
methods and styles to deal with personal
disagreements. Requires the ability to
remain impartial and unbiased. Help
others resolve complex or sensitive
disagreements and conflicts. Effectively
lead a rational process of illuminating
issues, enhancing understanding of
divergent interests, and identifying
common grounds for a workable solution.
Successfully defuses hostile situations.
Highly skilled in seeing early warning signs of conflict and takes
steps to prevent problems; gets to essence of the problem to resolve
issues before they escalate to a conflict.
Excels in transforming conflict into problem solving; insightfully
diagnoses issues and develops effective solutions that are accepted
by others.
Creates an environment where differences of expression or
opinion are valued; differences are used to achieve superior results.
Navigates hostile situations by calming others.
Operates "behind-the-scenes" to resolve conflict.
Performance Statements – Level 1
Exacerbates conflict.
Accepts or recommends acceptance of “win/lose” situations rather
than seeking compromise of collaboration.
Ignores conflict among coworkers.
Inappropriately avoids conflict; allows conflict to “fester” without
bringing it out into the open and attempting to negotiate acceptable
solutions.
Inability to remain impartial; "Takes sides."
Reacts emotionally when conflict arises.
Does not recognize when conflict is occurring or emotions are
escalating; does not probe for interests of conflicting parties.
Defines only own interests; establishes own positions and biases
rather than seeking common interests.
Personalizes conflict; sometimes attacks people rather than
issues.
Department of Administration & Information - Human Resources Division
Wyoming Core Competencies
Leadership
> Ex: Institutional Collaboration, Vision
Performance Management
>
Ex: Change Mgt., Team Building
Leadership &
Succession Planning
Workplace
>
Ex: Customer Focus, Teamwork
Analytical
>
Ex: Written Communication
Personal Effectiveness
> Ex: Integrity, Ethics
Workplace Performance
Skills Sets
Foundational Skills Sets
See More @...
www.wyomingworkforceplanning.state.wy.us
Department of Administration & Information - Human Resources Division
Competency-Based Strategic Alignment
Agency Performance Measure
The HOW
Performance
Expectations /
Appraisal /
Development
Needs
*How do you
plan on
evaluating /
developing
performance?
-Identifying skills
gap
-Communicating
skills gap
-Developing
skills gap
-Measuring
success
The WHAT
Skills /
Competencies
Needed
Input
FTE/BUDGET
What critical
skills are
needed to
accomplish
identified duties
and activities?
What are the
resources need
to carry out
stated duties,
activities and
outputs?
What are the
skills of the
persons working
on the project?
Who are the
employee's
and/or AWEC’s
assigned to
complete the
identified duties
and activities?
What is the gap
between critical
skills needed
and skills of
persons on
project(s)?
Activities &
Outputs
(Nuts & Bolts)
What duties,
activities,
processes
and/or
procedures
have been
identified to
carry out the
strategy?
Strategies /
Intermediate
Outcomes
What divisions
are directly
working on this
measure?
Agency
Performance
Measures
Wyoming
Quality of Life
What are the
goals and
objectives of this
measure?
The 10
Commitment to
residents of the
State.
What are their
strategies and
initial
outcomes?
Department of Administration & Information - Human Resources Division
Where and how
does the
performance
measure fit into
Wyoming’s
Quality of Life?
Workforce Planning
The process of ensuring that the right
people are in the right place at the right
time to accomplish the agency’s
mission.
Department of Administration & Information - Human Resources Division
Phases
1.
2.
3.
4.
Defining the Future
Analyzing Current Workforce
Close the Gap
Monitor, Evaluate and Revise
Department of Administration & Information - Human Resources Division
Defining the Future
> Identify where the agency wants to be in the
future. Examine, analyze, and redefine the vision,
mission, organizational values, objectives, and
competencies.
> Strategic Planning – Becoming A Strategic Partner
Department of Administration & Information - Human Resources Division
Analyzing Current Workforce
> Develop a detailed picture of where the agency is
now.
> Conduct an outward and inward analysis to
identify potential competencies in the workforce
such as qualified employees at the beginning of a
career path or critical positions that may need
special attention during recruitment.
> Future Competency-Based Performance System
Department of Administration & Information - Human Resources Division
Close the Gap
> Determine what gaps exist between our current
and projected workforce needs.
> Develop and implement strategy to close the gap.
These strategies include knowledge transfer,
recruiting, training/ retaining, restructuring
organizations, leadership development,
succession planning, technology, enhancements,
etc.
> Knowledge Transfer Concepts
Department of Administration & Information - Human Resources Division
Types of Knowledge: Tacit
Knowledge that people carry in their heads. It
is difficult to access and most people are not
even aware of what they possess or how it is
of value to others. It provides context for
ideas, experiences, people, and places and is
not easily captured.
Department of Administration & Information - Human Resources Division
Types of Knowledge: Explicit
Structured – Data elements that are organized
in a particular way for future retrieval, e.g.
documents, databases, spreadsheets
Unstructured – Information not referenced for
retrieval, e.g. emails, images, audio or video
selections
Department of Administration & Information - Human Resources Division
Knowledge Transfer
The process of sharing knowledge between
one person and another
If knowledge has not been absorbed, it has
not been transferred
Department of Administration & Information - Human Resources Division
Knowledge Transfer Tip #1
Managers may have some knowledge
transfer methods already in place
Consider using those methods as the
foundation for the knowledge transfer plan
Department of Administration & Information - Human Resources Division
Knowledge Transfer / Management
Strategies
Job Aids
Mentoring Programs
Process Documentation
Best Practice Meetings or Studies
Communities of Practice
Retirees on Retainer
Job Shadowing
Expert Systems
Critical Incident Reviews
Electronic Performance
Support System
Storyboards
Storytelling
Double fills
Document Repositories
Job Rotation
Knowledge Fairs
Knowledge Maps
Structured On the Job Training
Department of Administration & Information - Human Resources Division
Monitor, Evaluate and Revise
> Measure progress to access what’s working and
not working.
> Make adjustments to plan as needed and address
new workforce and organizational issues.
Department of Administration & Information - Human Resources Division
Thank You
Workforce Planning
bfoste2@state.wy.us
307-777-6713
Department of Administration & Information - Human Resources Division